By Jade Pearce
Navigating an academic institution can be challenging for faculty members, especially for newly-minted Assistant Professors. There is an orientation, but often there is too much information given in a short period of time. One aspect of information that is touched upon but doesn’t get enough attention is how to launch your research portfolio. In April, several seasoned and talented professors came together in a panel discussion and disseminated their thoughts.
It’s a marathon, not a sprint
Ali Shojaie, associate professor and associate chair for strategic research affairs in the Department of Biostatistics discussed his experience and the advice he received from senior faculty and mentors. “It’s cliché, but launching your research is a marathon not a sprint, so brace yourself for the long-term career and figure out ways you can sustain your long-term effort,” Shojaie says. Like training for an actual marathon, individuals need to assess their research goals, prioritize their time and efforts, and take care of themselves mentally and physically in order to maintain research efforts. Shojaie suggests to “think about things that are important for your career development and long-term trajectory. Prioritize time during your week for these opportunities and try to get out of things that are not as high priority (try to delegate, renegotiate, etc.)”
Identify your ‘why’
Wendy Barrington, associate professor and director for the ARCH Center likened the research process to identifying your values. “Ask yourself: ‘What are you really passionate about?’ This will align with your values and will make it easier for you to come to work everyday,” says Barrington.
Further, Barrington notes the challenges of balancing passion with the realities of research where there is tension between having to follow the academic rules versus changing the rules of research. “Initially, a lot of my work was traditional epidemiology work, but I was really passionate about community-engaged research and how I could contribute towards addressing health issues that were identified and prioritized by the community.”
Utilize available tools
Coming from the perspective of a National Institutes of Health (NIH) reviewer, Linda Ko, associate professor and associate chair for Health Systems and Population Health described the various resources that she has used throughout her research. “At the beginning of my career, I created a Venn Diagram composed of three circles and each circle contained one of my passions,” Ko says. “Where the circles interfaced is where I wanted to focus my own research and where the two circles overlapped is where I tried to collaborate.”
Using this process allowed her room to grow and expand her research while still holding herself accountable to her research interests. Ko adds that a little planning can go a long way towards funding success. For example, always prioritize and plan the grant writing process; know the layout and scope of the grant and align the research process to it. Simultaneously, it’s important to understand the grant cycle and know which cycle to submit for. If possible, finding ways to collect pilot data early on will make it easier to submit for grants. Various departments have various resources; make sure to tap into that. For example, some departments have a colleague review system for faculty interested in submitting for a grant.
Barrington adds, “Be strategic and [ask yourself], ‘what are the steps I need to go through to build the scholarship that I truly want?’ This is where leveraging various resources can be useful. One way to leverage certain types of resources is to work with diversity supplements and fund research through a “proof-of-concept" work model. By “scaffolding,” a researcher can establish their research framework and expand their work to the next level by applying for larger grants. “Within the School of Nursing, I learned and demonstrated how to fund a line of scholarly inquiry and build the depth of that scholarly inquiry over time rather than focusing on getting [an “X” type of] funding,” says Barrington. Within this process, a researcher should be asking themselves, “how can this particular opportunity push me along the trajectory that I envision for myself, and are these opportunities closely aligned with my research and career goals?”
In addition to NIH funding, leveraging CDC mechanisms and working with other external stakeholders, funding mechanisms, and contracts will provide accessible funding sources as well as ample opportunity to collaborate with various agencies (Department of Health, Public Health - Seattle & King County, etc.) to answer questions more effectively. NIH grants are some of the most prestigious and famous awards, but there are other ways to get funded for research. Explore options within the departments, university and within the community.
It’s a balance
For Deepa Rao, professor and vice dean for faculty in SPH, the focus is a little more wholistic. First, Rao suggests trying to find the balance between “What you need to do to get by, [and] how much you can push back without getting too wounded.” It’s through this balance that Deepa shares her tenants: “Brag about yourself in the right places and the right time (your CV, annual reviews, promotion), otherwise no one will know your accomplishments.”
Second, Rao says, “Stay humble and don’t take yourself too seriously.” Doing so will help keep things in perspective and maintain the connection with friends, family and community — the people who matter most. Create an environment for collaboration to flourish. For example, Deepa has created a lab where students of various levels and backgrounds work together and over time, learn from each other. This not only serves the purpose of generating innovative ideas but provides a different lens that she and her students can benefit from.
Finally, Rao says that balance comes in the form of "respecting your time while [advancing your career and research].” Self-care is critical and Deepa provided examples of how she manages her busy schedule. "Take whole days to cloister yourself for your research and writing; one day to read other papers, and one day to write. Take at least one day off to recharge.” Using her formula, Deepa holds herself accountable by submitting at least three grants a year, three papers a year, reviewing one grant per year, and reviewing only two manuscripts per year. While this may not work for everyone, this guidance can provide a catalyst for a customizable style.
What’s your elevator pitch?
Coming from the private sector, Jerry Cangelosi, associate dean of research in SPH brings a unique perspective for funding. “As you decide on what you want to research, focus and identify the big questions,” says Cangelosi. “What are the big issues that your field has been grappling with and haven’t figured out yet?” This idea may sound daunting at first, but Cangelosi assures fellow researchers that assistant professors have a superpower. “You are far more creative than people my age, and it’s that creativity that can be leveraged to look at a problem from a unique perspective,” says Cangelosi. The key, according to Cangelosi is to work on your “elevator pitch.” For example, Cangelosi’s can be summed up in seven words: “Finding the missing millions of tuberculosis cases.” A succinct summation that simplifies your concept to a layperson that can quickly help them understand the significance of the work at hand. Make sure your letters of support for grant applications really emphasize your idea. With this, keep the big picture in mind, and lead with it in your proposals.
It’s okay to say no
Throughout the discussion, there was one common theme amongst the panel: the importance of establishing boundaries. “You don’t always have to say yes. You can say no in different ways that leave the door open for other opportunities in the future,” remarks Barrington. Rao suggested limiting service in the beginning.“Check the box, but don’t do more than necessary — you need all the time you have for self-care, research and teaching.” At the end of the panel discussion, the common consensus was that there will always be opportunities and it’s okay to pick and choose the opportunities that fit a career trajectory.
How do I build a team?
The final part of the hour lent itself to a Q&A session. One question that came up is how does a researcher begin to build out their research team? First, the panel suggested that a good strategy is to think about how the team can provide support for the research and how their work ethic can align with the vision of the researcher. Often, assistant professors start with limited funds, so it’s important to use their departments for resources. For example, researchers can view opportunities from the Center for AIDS Research (CFAR) or work with the University Honors Program to help recruit high-achieving students interested in conducting research. There are sometimes ways to use start-up funds and hire a full-time staff research coordinator. When looking to recruit your team, faculty must keep in mind their broad vision for their research. What are the long-term research goals and values? Do these goals and values align with the research team? According to Barrington, “Be clear and explicit in your expectations and be open to negotiating them to a degree.” Keeping this in mind will help ensure that the team and the research will work towards a common goal.
How do I network?
When asked about networking, the panel offered that it’s best to be open about collaborating as much as possible. Ideally, look for individuals to work with that share a common spirit, vision or value to the research work of interest. Ko noted that this should be done thoughtfully and intentionally. “Collaboration trauma is real, so make sure you research your potential collaboration partner,” says Ko.
So, what is an effective way to network? Ko suggests to “Start with your own center.” Each center has its own specific vision and purpose. These centers are often developed to help their faculty within their department, and affiliated faculty may be first preference as far as funding opportunities. Less competition means more accessibility for young researchers as they begin their career. Researchers can contact center directors and see if there is alignment.
Further, there are local collaborations; connect with other faculty across the university and across similar research. A researcher can look at their work in a series of components and connect with others on a component of their research. According to Shojaie, “There are different ways to do it in different fields and you will have to learn how to network through your own field, scholarship, services, seminars, conferences and workshops.”
Finally, Shojaie suggests taking a unique approach. Faculty can also collaborate and serve as co-investigators with senior researchers. Using a senior researcher’s expertise and reputation can give an early career researcher an added advantage in getting their foot in the door for funding. Additionally, collaborating with a senior researcher can supply new and different perspectives on grant writing. Shojaie says, “Networking is important because these are the people that will review your grants, collaborate with you, and write your promotion letter.”
In sum, there is no right way to launch a research career, and while it may seem intimidating at first glance, this can be viewed as an exciting opportunity to follow the passion and fund it along the way. The process is diverse, but the rewards are great.